FELIZ NAVIDAD

De parte de ampersand les deseamos una MUY FELIZ NAVIDAD y un PROSPERO AÑO NUEVO!!! que todos sus deseos se hagan realidad y cumplan sus metas.

Este 2011 tenemos muchos planes, y muchas ganas de empezar el año con la mejor actitud de servicio, siempre preocupandonos por nuestros clientes.

Saludos a todos,

ampersand

Acerca de programas de Lealtad

Acerca de programas de lealtad:

Entre las nuevas tendencias en la industria de lealtad, una de las que más ha sobresalido es la integración de marketing en las estrategias de lealtad. Las empresas que desarrollan y operan programas de lealtad están ofreciendo opciones que influyan en el comportamiento de compra que ayuden a los miembros a ser más éticos y socialmente responsables. Esto se logra con iniciativas “verdes” para ayudar a mantener el medio ambiente o iniciativas “rosas” para ayudar a encontrar una cura del cáncer de mama. Estos esfuerzos están encaminados a hacer del mundo un mejor lugar a través de la relación con clientes leales a una marca o producto.
FUENTE: Colloquy V O L . 1 8 I S S U E 4 / 2 0 1 0

Tip’s de lealtad:
Una de las claves para hacer más profunda la relación con los miembros de los programas de lealtad es tener una comunicación personalizada, relevante y oportuna en cada etapa del ciclo de experiencia de compra del cliente.

Sobre Ampersand:
Los canales de servicio Ampersand se ofrecen a través de nuestro centro de contacto. Contamos con diversos servicios como operación y administración de recepción de llamadas, administración de teléfonos locales y línea 01-800 a nivel nacional e internacional.
Tenemos la capacidad de recibir y atender más de 500,000 llamadas diarias operando 24 horas los 365 días del año.
Contamos con tecnología de punta para operación de los diversos procesos de contacto de las empresas. Parte de la tecnología disponible es telefonía IP, conmutador, respuesta interactiva de voz, distribuidor de llamadas, monitoreo de llamadas, sistema de reportes, grabación de voz, chat, marcado automático y predictivo, web callback y colaboración web.

"¿Quieres ser fiel a ti?"

Los mejores vendedores han dominado el arte de atraer clientes, específicamente consumidores que cambiaran su comportamiento, rentabilidad y consistencia; estos son talentos notables.


Participa en programas de lealtad. Por supuesto, esto no siempre es posible, ya que no tiene estas facilidades. Conviértete en un "mejor cliente" para experimentar las características de la lealtad y beneficios y los problemas y limitaciones, con los que tus mejores clientes se enfrentan. Construye tu equilibrio, gana un status, canjea tus premios. Del mismo modo, cada uno de los principales líderes de tu empresa deben pertenecer a tu programa de lealtad.

Conozco un profesional cuya compañía tiene un programa de lealtad donde el comité participa en un programa mensual donde hay una competencia amistosa pero seria para mejorar su status. Ellos, por supuesto, no tienen problemas para entender el diseño de su programa, o el reconocimiento de las recomendaciones de mejora cuando los ven. De hecho, ellos mismos han puesto en marcha muchas mejoras.

Cuando tus mejores clientes perciben que tú te preocupas por tu programa de lealtad no sólo como vendedor, sino como uno de ellos, tendrás un mejor programa. Y tú puedes mirarte en el espejo y contestar "sí" a la pregunta "¿Quieres ser fiel a ti?"

Benefits for our clients

• Increased program innovation.
• Complete view of program members (demographics, personal info, historical data, personal preferences, response to campaigns and promotions).
• Faster implementations process.
• Improved user experience for each member.

We have the competitive advantage of being able to encourage member behavior that benefits both the member and the company, at the same time:

• Incent repeat purchases and upsells
• Develop more profitable relationships.
• Collect relevant members info to create more targeted campaigns and promotions.
• Retain and strengthen relationships with existing members and attract new ones.

Declare ware on the competition!

One of the toughest battles facing the current market:
"The war of  main players in the hotel industry".

After a year of crisis in the hotel industry that saw occupancy rates at historic lows, local and global hotels alike are doing everything possible to recover lost business and earn their guests back. The hotels are using every tactic they can to beat out the competition. The problem is that there are many companies and the product being offered is not as tangible, making it hard for consumers to directly compare them (unlike with a taste test). In addition, the companies are not just fighting for market share and profitability, they're fighting for their very survival.

With the stakes so high, the hotels have chosen to compete with their most powerful marketing tool -- consumer loyalty.

The main players in the hotel industry have made recent improvements to offer more value through their loyalty programs. In the second half of 2009, Grupo Posadas relaunched its Fiesta Rewards frequent guest program with a new image, new benefits and improved redemption terms. In October, Hyatt Hotels introduced their "Next Big Thing" promotion, which offered guests their choice of a free night or bonus points for every two nights paid. In November, Starwood Hotels invited members of their Preferred Guest program to use their points to bid on auctions for unique experiences, such as tickets to a Jonas Brothers concert in London or tickets and after-party access for the People's Choice Awards in Los Angeles.

Another Round
One of the most visible actions taken recently during the hotel wars was the sponsorship by Hilton Hotels of the movie "Up in the Air" (Jason Reitman, 2009). The hotel chain, along with American Airlines, made a huge investment to have the movie filmed on-location at their facilities and to feature their loyalty programs prominently in the storyline and dialog of the movie itself. In doing so, the movie producers saved on production costs since they did not have to rent or build the sets. The most extraordinary part of the deal was the inclusion of a direct reference by George Clooney's character Ryan Bingham, who said to another guest at the Hilton hotel where they were staying: "Have you tried the loyalty program? It's wonderful!"

The most aggressive move seen recently was by InterContinental Hotels to promote its PriorityPass program. On January 15, 2010, Hilton HHonors increased the number of points required to redeem a free night at some of its most-requested properties. In response, InterContinental launched the PriorityPass Luckiest Loser promotion to reward members of its own loyalty program, who were also members of Hilton Hhonors, with 1000 bonus points, if they sent in their HHonors account statement. They also gave a 20% balance bonus to the top 20,000 members with the most points and 2 million bonus points to the person with the highest HHonors point balance.

InterContinental's strategy attacked Hilton on several fronts by making Hilton look as bad as possible for adjusting the points required for redemptions. In doing so, InterContinental used the increased visibility that Hilton was getting after the movie sponsorship to cast a positive light on its own loyalty program, PriorityPass. By requiring participants to send in their HHonors statement, it gained valuable information about how their competitor was doing business, as well as the account information of its members. The promotion was designed to attract Hilton's most valuable customers to get to know InterContinental and its loyalty program better and also served to add hundreds of new members into its own program, including, without a doubt, Hilton's number-one customer.

Since then, Hilton has not commented about the promotion and has not directly attacked InterContinental. However, just like other leaders in the industry, Hilton has responded by adding new member benefits, keeping the chain in the thick of the battle of the hotels.

Loyalty is, without a doubt, the new battleground for companies looking to attract and retain customers, in the hotel industry and many others. While the smaller players continue to run ads and offer discounts, industry leaders are dedicating their time and energy into strengthening their loyalty programs and increasing the value that they offer their guests. What is your business doing to adapt?

"Up in the Air" is a movie based on a novel by Walter Kirn (2001).

LOYALTY DOES HAVE A PRICE

The decreasing identification of new generations with brands or products for their attributes. The increasing number of available products and services has overwhelmed consumers with an unprecedented range of options of all styles and qualities in everything they would want to purchase. Have you visited a mobile phone store lately? Have you noticed the number of brands of automobiles, or examined the offerings of consulting firms in the market? If you have, you know the vast offering of products, brands and options that consumers have available. If you haven't, do it and you will see that the significance of the support of a brand is not the same that it was for your parents and grandparents.


While people in the past used brands as definitive guides for the quality and functionality of a product, nowadays consumers see beyond this and evaluate their options in terms of attributes of a product and the additional benefits that are given to them. How many times have you made a decision between buying two mobile phones with similar characteristics because one included some headphones or free calling minutes, while the other one didn’t? This behavior of searching beyond the brand and the product seems to begin since early ages, with experiences like the ones at fast food restaurants. If you have small children and you have taken them to one of those restaurants, you may know that the main factor in the election of the meal is not the food, but the free toy that comes with the meal.

Loyalty programs are the only way to establish a link and a channel to offer clients the treatment they deserve and to exceed their expectancies. Actually, if you have had any direct contact with a consumer at the moment of a purchase, you were probably asked whether you offered any loyalty program. Clients ask for them openly by their name.

Virtuous Spiral


The main benefit and the reason for the implementation of a loyalty program is client retention. At this point, we mention again the fact that clients need more than just being satisfied with a product to make a repeat purchase. They want to feel appreciated, valued, and rewarded for their preference, and a loyalty program is the only way to honor their wishes. The formula is really easy: the higher the frequency of purchase, the higher the accumulated value for the client. The higher the accumulated value, the higher the stimulus to continue with the repetition of purchase, thus keeping and increasing the accumulated value. The higher the accumulated value for the client, the higher the amount realized for the company. It's as simple as that.

From this basic formula, we derive the other benefits that are added to create a virtuous spiral. Repeat purchase of a customer is increased, and purchases to your competitors are proportionally reduced. With this plan in place, you can beat the competition.

When a good loyalty program is developed, it is important to use it to open a dialogue with your clients. It is through communication and collateral materials of the program that members get to know their benefits. Apart from using this to communicate with them, you also have to take advantage of this to obtain additional information about them. What products do they prefer? How do they like to consume their products and what uses do they give to them? Do they have relatives and friends who can benefit from your services? Which products and services do they need today and which will they need tomorrow? Once you have satisfied a client by showing him appreciation and value in his relationship with you, you can collect from him all types of strategic information in order to improve your products, grow your market share, and strengthen your relationship.

A consumer who appreciates the relationship with his vendor is willing to pay for the added value he receives. With a good loyalty program, companies can focus on developing and giving value, instead of deteriorating their margins and spoon-feeding their clients with frequent and aggressive discounts to move products.

If the consumer is happy with the relationship that he has with you, he will recommend you when the time comes, and a referral is worth more than a thousand ads.


Costs and return on investment


One thing that is widely misunderstood about loyalty programs is their cost. When you make an investment in your best publicity campaign, what is your return on the investment? Surely you develop a sophisticated algorithm to try to calculate the impact made, referrals obtained and sales made. Once these have been calculated, you compare them with your investment and you contrast them with your minimum rate of return.

You probably even include in the return an additional quantification for the creation of a brand that you developed along with the campaign, independently from the derived consumptions. When you assess the return on investment of your loyalty program, the calculation is very similar, but with an important difference: The impacts made, the referrals obtained, the incremental sales, and even the creation of value are inferred, known, and calculated clearly by your program. Additionally, the effectiveness of your efforts improve significantly thanks to the focus you choose based on the information you have about your clients.

As a reference, depending on the industry, the field, and the audience to which it is directed, a loyalty program contributes between 1% and 5% of the gross sales of the product or service.

The return on investment depends on the desired goal, but, as a reference, just remember that obtaining a new customer costs five times as much as retaining an existing customer costs. How many promotion strategies bring you a 5 to 1 return?

Diga NO, a clientes caprichosos

Es probable que haya escuchado hablar de la “organización centrada en el consumidor”. Concepto que propone colocar los deseos y preferencias del consumidor final como eje central para la organización, pilar y guía inequívoca para todas las decisiones y acciones que toma la institución, mismo que en teoría es una estrategia correcta.

Sin embargo, en su interpretación y práctica, muchas compañías caen en errores de ejecución que conllevan graves consecuencias. “Tomemos todas nuestras acciones y decisiones con base en lo que agrade y agregue valor a nuestro consumidor.”

Definitivamente una propuesta acertada. No obstante, es en esta misma premisa donde el concepto encuentra el mayor riesgo de interpretación y potencial defecto. Si se hace todo por complacer al consumidor, ¿Dónde se establece la línea que separa la buena voluntad del abuso de consumidores insaciables?

Puede estar seguro que los consumidores siempre querrán el mejor producto, con la mayor calidad, al menor precio, con total adecuación a sus gustos y entregado con la máxima comodidad. Pero no sólo eso, también la definición de calidad, precio, adecuación y comodidad serán muy diferentes de un cliente a otro. Bajo esta contextualización, ¿Es realista pensar que el concepto de “organización centrada en el onsumidor”
es ejecutable en su más pura interpretación?


Una analogía que ejemplifica esto y que es una situación de la que todo el país es partícipe: los impuestos. Asumiendo que el gobierno pudiera adoptar una estrategia de ser “centrado en el consumidor”, ¿Cree que toda la gente está dispuesta a pagar lo mismo en impuestos? Más aún, ¿Cree que todos están dispuestos a pagar cualquier impuesto?


Pero eso sí, todos, aun aquellos que forman parte de la economía informal de nuestro país y que no pagan impuestos, quieren tener buenos servicios, luz, agua, calles y seguridad, entre otros, independientemente de la interpretación individual de los mismos.


Otra analogía, aunque algo extrema para subrayar el mensaje: cuando se acude al doctor, se espera atención eficiente y efectiva; que cure la enfermedad con la aplicación de su conocimiento y experiencia para proponer y aplicar el mejor remedio. A éste se apega el paciente aunque le genere incomodidad  o contratiempos. El resultado final es aquel que impulsa la decisión de aliviarse, no el proceso o la manera para alcanzarlo. Aunque de una manera menos imperante, pero es este mismo razonamiento el que se aplica al consumo de cualquier producto o servicio. Sea un reproductor de música, un corte de pelo o un automóvil, se busca una solución a una necesidad que dé el mejor resultado y para ello se suscribe a una propuesta, producto de la experiencia y conocimiento del proveedor que se eligió.


Práctica, rentable y sostenible
La compañía moderna, para ser exitosa y viable en el largo plazo, debe reconocer y atender a las necesidades y preferencias de los consumidores, por supuesto.


Así como debe reconocer que ser centrado en el consumidor no implica cumplir sus caprichos y deseos, sino entenderle y aplicar sus conocimientos y experiencia para proponer soluciones que sean prácticas, rentables y sostenibles en el tiempo. Además de los consumidores, hay otros grupos a los que la compañía se debe con igual nivel de compromiso: accionistas, empleados y comunidades.


A los accionistas, proveedores del capital y recursos necesarios para desarrollar la labor de la empresa, se les debe el retorno sobre la inversión que ellos esperan y por la cual han asumido el costo de oportunidad al dedicar sus recursos a la compañía. A los empleados, ejecutores y salvaguardas de los intereses, se les debe el desarrollo, satisfacción, seguridad y sustento al que se hacen merecedores con su esfuerzo y dedicación. Finalmente, a las comunidades, anfitrionas de las empresas y por igual perjudicadas o beneficiadas por las buenas o malas costumbres de éstas, se les deben las prácticas responsables y morales del negocio.


Las compañías deben tener convicción en los productos y servicios que ofrecen. ¿Cuál es el mejor vino, la mejor música o el mejor teléfono? Aún para la misma persona, su preferencia variará de acuerdo con el momento o el propósito específico del uso. De manera que la fórmula perfecta no existe.


Los enólogos, músicos, ingenieros y hombres de negocio deben centrarse en producir la mejor propuesta, basados en su conocimiento y experiencia, de la manera más eficiente y rentable posible. La retroalimentación de los consumidores es una parte básica de los impulsores, así como deben ser los intereses de los accionistas, empleados y comunidades.

Los hombres de negocio deben su lealtad no sólo a sus consumidores, sino a todos aquellos partícipes de la empresa que garantizan la viabilidad del negocio a largo plazo.

What is better: benefits or discounts?

Both are powerful weapons that will increase your sales, but only one will achieve a sustained growth for your business. Discover the benefits of each strategy and which will work best for you.


How do I get my clients to buy the product and return for more?

This is the question that many executives, entrepreneurs and professionals ask all the time.
Without a doubt, benefits and discounts are essential pieces of the business professional’s toolbox. A good deal can be a tempt a consumer to make an impulse purchase for things they do not need.
Of course, clients love discounts and take advantage of them whenever possible. At the same time, discounts are also beneficial to business results for their immediacy, simplicity and easy implementation. They also help to generate peak demand, move inventory, attract new customers, and even help wage battle against direct competitors, but discounts are not efficient solutions or strategies to retain customers. Here's why:


1. Discounts are by definition are fleeting solutions. The sale price typically falls below the normal range price and becomes a non-sustainable sacrifice. However, if an offer is well designed —in absolute terms— that sacrifice is more than offset by the increase in volume. Upon returning to its price, the product should return to its normal volume, or depending on the product, can undergo a temporary downturn. Discounts achieve extraordinary spikes in demand and will generate a momentary increase in sales. If you need an investment to flow rapidly, to settle a debt, or need to clear inventory, there's no better tool than a discount.


But if what you’re looking for is sustained sales growth, what will you do when the discount peak falls?


2. Discounts do not result in added value for you, your products or your customers. When a discount is able to attract people to test your product, you can assume that the discount itself is the main incentive for the purchase. So, if the discount is not accompanied by another stimulus to help repeat the purchase, the customer will not return.


3. Discounts are easily replicated or matched by competitors. There is nothing easier than to lower prices. Beyond the cost of spending and some collateral, just a couple of ads, if required, and a simple re-labeling is all you need.

However, if competitors match the discount, what more can be done to motivate customers then?


4. Discounts misinform consumers. A repeated discount creates two possible customer perceptions that could be harmful to your business:
a. As in the case of in a price war, the discounted price is the value of the product. Customers are no longer willing to pay the list price for the product and it will suffer a decline in its actual market price.
b. Even if customers think the product is worth the price, they know that if they wait a bit longer, they can get the product a little cheaper. The product will suffer a drop in sales regularly during your discount season. If either of these situations happens, what can be done to improve margins and increase sales or to boost sales during the periods without discount?


The best solution


Just like with discounts, consumers love benefits. They enjoy the recognition of being served with distinction, being praised with a gift or receiving courtesy without paying for the extra attention that can lead them to buy products and services they probably do not need or could replace with simpler options.


The big difference between the discounts and benefits is, of course, their duration, as well as the level at which they are tested by customers.


In terms of duration, benefits take time to take effect. They take much effort to design and plan and require the commitment of several areas of the organization for proper implementation.


However, the investment is more than over-compensated by the continuity and long-term value of their results. A customer who finds value in a product, beyond its intrinsic value or price, is a customer who will buy again and chose the product above other competitors.


Benefits, unlike discounts, create a link between the product and the customer and provide added value to any unbeatable low price. They are also difficult to duplicate by competitors. Discounts are definitely great tools that generate immediate results at an attractive low cost and ease of implementation. For their part, benefits are more complex in structure and require greater investment to achieve. However, benefits sustain long-term viability and promote the continued growth of a business.


The next time you have to develop a strategy to increase demand for products, ask yourself: Do I look for an immediate or a long-term solution? If immediacy is what you seek, use discounts and be wary of the implications that they bring along. If long-term investment is what you’re looking for, benefits that will strengthen customer loyalty and ensure sustained growth for your sales and business are your answer.

Do we all deserve loyalty?

From an airline company, to an architect, to a factory or a taxi driver, all industries, businesses and professional offices can develop a good loyalty strategy.

Loyalty is a theme that is complex and full of different views and opinions. But the question that must be asked is whether it is relevant to us all.

In a conceptual manner, one can ask: Are all industries susceptible to loyalty strategies? Or, more pragmatically: Can my business, profession or trade benefit from a loyalty initiative?

The indisputable answer to both questions is, YES! From an airline or an architect, to a factory or a seamstress, all industries, businesses, professional activities and professions can benefit from a good loyalty program.

Let´s test this! We may think that an independent taxi driver is not susceptible to loyalty initiatives for its customers:  When an independent taxi driver thinks about his next passenger, he must rely on strangers that signal him from the sidewalk to carry them from one point to another, and then disappear without possibly ever seeing them again. The reasoning for this taxi driver is that the customer is simply the result of a coincidence of space and time, virtually impossible to replicate, and therefore irrelevant to deal with any loyalty strategy. Sometimes, the attitude is enough .

Now let's look at the situation from the client’s viewpoint. When the person is on the street and needs a taxi, does he simply approach the sidewalk, signal for a cab and climb into the first vehicle that stops for him? Of course not. First of all, the passenger considers whether he should take a taxi from the street or call for one. If he chooses the first, he gets closer to the sidewalk, begins to wave his hand, and when a taxi approaches, he enters the second phase of the evaluation.

After the taxi stops, the man considers: does the cab look legal and does it have it badges and documents in order? Is the exterior clean? Does the cab arrive at high speeds or moderate speeds? Does the driver approach the sidewalk prudently or negligently? Consciously or not, all these criteria have crossed the client's mind, all before even coming into contact with the service.

After the second evaluation phase, comes the third with these questions: Does the driver seem clean and pleasant? Did he greet the client with kindness and look the client in the eye? Does the driver start the meter as he should and does he specify the rate that applies to the trip? Is the interior of the car clean and neat?

Assuming that this stage passes and the client has reached a decision to take the taxi, the questions continue: Does the driver handle the taxi well? Does the driver offer route choices to reach the destination? Does he offer to open or close the window to make the trip more enjoyable? Does he play music? Does he smoke without asking if it bothers the client? Upon arriving, does he request payment pleasantly? Does he thank the client for choosing his taxi and does he wish the client a good day? We could continue to provide all the factors or criteria you use to evaluate customer service.

And finally, if this client were you, and you had an extraordinary experience in the taxi and know you’ll have another trip soon, do you ask the driver to wait or return at a certain hour? Or ask for his card so that you can call for him at another time? And then we ask the last question regarding the taxi’s service: Is he prepared to give you details so that he can be contacted for services in the future? In short, these taxi drivers have executed, knowingly or not, a good strategy for achieving customer loyalty.

Turning back to the pragmatic question with which we began this exploration: Can my business, profession or trade benefit from a loyalty initiative? YES, any situation where there is a relationship between a supplier and a consumer of a product or service presents an opportunity for loyalty.

Of course, complexity and implementation of the strategy changes depending on the trade or business and the customer profile. But if an independent taxi driver, an alleged victim of chance, can generate loyal customers through a good attitude, imagine what a proper loyalty strategy can do for a tailor, pharmacy, clinic, multinational financial services company, or the government. We all deserve loyalty.

New trends in customer-centric organizations

We have all heard of the premise of a "customer-centric organization." This concept basically proposes that the needs and wants of consumers should form the backbone of an organization, giving it a singular focus and clear direction that guides all of the company's decisions and actions. In theory, being customer-centric is a sensible strategy, but many companies take their interpretation of the concept too far, leading to errors in execution that can have grave long-term consequences.



The basic premise to “base all of a company's actions and decisions on what will please the customer” is definitely an honorable concept. This same premise, however, poses the greatest potential risk for improper interpretation. If a company does everything in its power to please its customers, how does it determine when organizational goodwill is taken advantage of by insatiable customers who will never be happy, no matter what actions a company takes?


Consumers always want the best product and the highest quality at the lowest price, delivered with the most convenience and comfort possible. The challenge for a company is pleasing customers with varying tastes, since the definition of quality, price, convenience and comfort varies from one customer to the next. In this scenario, it's easy to see how the concept of a “customer-centric organization” is impossible to retain in its purest sense.


To illustrate the point, consider the example of something that we are all familiar with – taxes. Assuming that the government could adopt a “customer-centric” strategy, do you think that we would all be willing to pay the same amount in taxes? Do you think we would all even be willing to pay taxes at all? Everybody in a society, even those who are part of the informal economy and do not pay taxes, wants electricity, water, roads, safety and other quality services – regardless of how we may define them.


Another example, even more extreme, further presents the complexity of the argument. Consider the case where you go to the doctor, expecting to be treated in an efficient and effective manner, with the physician applying the skills and experience necessary to determine the best treatment and cure the ailment. During the course of treatment, there may be some discomfort or even setbacks, but the end result is what is driving the decisions, not the process itself or anything that is experienced along the way. This is the same process that we use when considering a purchase of any product or service. Whether it's a music player, a haircut or a car, we are all looking for the solution that best suits our needs, without regard to the process we undergo to make our decision.


To be successful and viable in the long-run, modern companies must of course understand and accommodate the needs and wants of consumers. But companies must also also realize that being customer-centric does not simply mean that a business must blindly cater to the whims and desires of its customers. Businesses must apply their knowledge and experience to propose solutions that are practical, profitable and sustainable over time. In addition to satisfying their customers, companies must show the same level of commitment to their shareholders, employees and local communities.


Companies must offer a sufficient return on investment for the shareholders, investors and suppliers that provide the resources to develop the business. They must satisfy employees and business partners by offering support, development and security in return for their effort and dedication. And finally, businesses must realize the impact they have on the community and should act responsibly and ethically to be good corporate citizens at all times.


All companies should believe in the products and services that they offer. What is the best wine, the best mobile phone or the best type of music? There is no single answer to this, since it varies by person and even for the same person, depending on the specific situation. All that the winemakers, phone manufacturers and musicians can do is offer the best product possible, based on their knowledge and experience. Feedback from customers should certainly be taken into account, but it can not be the only factor, since the interests of shareholders, employees and communities must also be considered. As business leaders, we owe our allegiance not only to our customers, but to all of the individuals and organizations that contribute to our long-term viability and success.

The new mexican customer

Studies commissioned by ampersand and performed by MDI Group during 2008 and 2009 revealed the importance of understanding customers and building loyalty as a key strategy for retention. The study, titled “Evaluation, understanding and market segmentation of loyalty programs,” conducted in 2008, determined:

• 62% of the respondents have a loyalty program, and
• 77% considered that a loyalty program was “important” or “very important” when choosing a product or service.

 A deeper study made in 2009 revealed that, of the consumers who have a loyalty program membership:

• 90% used the loyalty program in the past 12 months
• 73% would “recommend” or “highly recommend” the loyalty program, and
• 28% increased their use of, or sought to only use, products or services that have a loyalty program.

In addition, in response to specific questions asking them to evaluate the programs they use, the 2009 study determined:

• 48% are attached to the brand, shown by a resistance to use or purchase competing products or services.
• 57% purchase or use the brand's products or services more frequently.
• 66% have recently redeemed points or received benefits from their loyalty program.
• 67% intend to purchase products or services of the company that has the loyalty program.

 With respect to the preferred brand use, the same study revealed that amongst the members of loyalty programs:

• 33% like to immediately redeem their points for goods or services.
• 49% prefer to wait and accumulate points over a longer term for larger rewards.
• 93% want to redeem points for benefits such as gifts, theater tickets and other prizes, rather than receive cash rewards or "cash back."

With these figures in mind, it is clear that consumers in Mexico prefer companies that focus on their customers. There are many examples in the news of companies that have introduced innovative promotions and value-added programs to attract and retain new customers.

A wide range of companies – including financial institutions, logistics and shipping companies, medical groups, engine manufacturers, hotel chains, insurance and real estate firms, retailers and budget airlines – represented a diverse but focused group of companies that introduced or strengthened their loyalty programs and demonstrated a renewed commitment to their customers and potential customers in 2009. Without a doubt, many of these companies strengthened their hold on their customers this year, even through the economic turmoil.